After our blog blew up on LinkedIn, the post’s author Evan Campbell was featured on a webinar Q&A hosted by Gene Gendel, organizational design specialist, agile/lean coach and trainer, and consultant.
Top 5 Questions
- Evan’s article talks about many large companies blindly adopting the Spotify model, because this is the strong recommendation they get from large consultancies. Are there any examples, at least, when such recommendations were followed and implemented successfully? It seems that ING success is overly inflated.
- In the article, there is mentioning of hard-line reporting within the “chapter” or the “tribe” structures? It means that historical/orthodox challenges of organizational design persist in new “agile” structures. Could you elaborate on that?
- In the article, there is mentioning of random consultancies’ PowerPoint solutions, in which a heavy deck is the most important asset delivered. It is often delivered by a consultant who has very little industry experience, yet presents from the deck ‘as if’ it was the best known practice. Any comments on that?
- Our organization is big and one-team Scrum is not sufficient. If Spotify is not the right solution to scale, then what is?
- Our company was advised to adopt Spotify model. Today, some of old vertical organizational structures (e.g. QA department, Architecture group) have become chapters, and people are mandated to be a part of those chapters. Used to be managers, are now chapter leads. Nothing seems to be changing. What are your thoughts on this?